๐๐ก๐ ๐๐ซ๐ข๐ฆ๐๐ซ
Todayโs world is fastโchanging and unpredictable. What we knew as children is not what our children know now. Our expectations are dissimilar to these expectations. Who could have guessed that generation following the baby boomers would experience reduced standards of living? Until very recently this was completely unimaginable. Yet it is the reality that we are slowly starting to face. This disconcerting fluidity in our environment is not entirely unrecognised, we are going from a brute-force economy to brain-force economy and itโs clear that skills and knowledge are becoming the central resource for economic activity. Knowledge should be complemented by skills, and the capacity to learn how to change and direction through being alert to events around us. This is the very essence of learning to be alert, adapt adopt, and attain.
ยป Be Alert To The Changing Circumstances, Know What Is Required Of You Now And
What Might Be Required In The Future, Both Near And Far.
ยป Adapt Your Expectations And Goals To Your Current Situation
ยป Adopt The Skills And Attitude Required Of You In Your Now Situation.
ยป Attain The Levels Of Performance Required Of You.
Elevating Learning & Development takes an Agile and Dynamic look at the dimensions we must explore. The learner of today and tomorrow is more connected, more independent, and more bombarded by content. Elevation of learning is not just more content. In fact, it is Curate the right content for the right employee at the right moment in the right format and for the right reasons.
Elevate learning analytics and data; we must learn about our learners. Data from our learners, from their peers, from their managers, from their patterns of learning can and will form a framework for analysing real learning needs. Brave data collection lead to brave learning decision on what works, what doesnโt work, and what is just rituals.
๐๐ฎ๐๐๐๐ฌ๐ฌ๐๐ฎ๐ฅ ๐&๐ ๐๐ญ๐ซ๐๐ญ๐๐ ๐ฒ ๐๐ง๐ ๐๐จ๐ฆ๐ฉ๐จ๐ง๐๐ง๐ญ๐ฌ
Over the past decades, the Global workforce has been continually evolving due to a number of factors. An increasingly competitive business landscape, rising complexity, and the digital revolution are reshaping the mix of employees. Meanwhile, persistent uncertainty, a multigenerational workforce, and shorter shelf life for knowledge have placed a digital, knowledge-based economy means that a very significant percentage of market capitalization in public companies is based on intangible assets-skilled employees, exceptional leaders, and knowledge.
ร Attract and Retain Talent
ร Develop People capabilities
ร Create Values-Based Culture
ร Build an Employer Brand
ร Motivate and Engage employees
All of these trends have elevated the importance of the Learning and Development (L&D) function. To get the most out investments in training programs and curriculum development, L&D leaders must embrace a broader role within the organisation and formulate an ambitious vision for function.
๐๐ง๐๐๐ฅ๐ข๐ง๐ ๐จ๐ ๐ญ๐ก๐ ๐๐:๐๐:๐๐ ๐ฅ๐๐๐ซ๐ง๐ข๐ง๐ ๐๐ซ๐๐ฆ๐๐ฐ๐จ๐ซ๐ค
Many L&D functions embrace a framework known as 70:20:10 in which 70 Percent of learning takes place on the job, 20 Percent of through interaction and collaboration, and 10 Percent through formal learning interventions such as classroom training and digital curricula. These percentages are general guidelines and vary by industry and Organisation.
๐๐ฒ๐ฌ๐ญ๐๐ฆ ๐๐ง๐ ๐๐๐๐ซ๐ง๐ข๐ง๐ -๐๐๐๐ก ๐๐ฉ๐ฉ๐ฅ๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ
The most significant Enablers for just-in-time learning are technology platforms and applications. Examples include next-Generation learning-Management systems, Virtual classrooms, mobile-learning Apps, embedded performance-support systems, polling software, learning-video platforms, learning-assessment and measurement platforms, massive open online courses (MOOCs) and cloud based platforms. L&D leaders must make sure that learning technologies fit into an overall system architecture that includes functionality to support the entire talent cycle, including Recruitment, On boarding, Performance Management, L&D, Real time feedback tools, Career Management, Succession Planning, and Rewards and Recognition.
Human Capital is more important than ever and will be the primary factor in sustaining competitive advantage over the next few years. L&D leaders are increasingly aware of the challenges created by the Fourth Industrial Revolution, but few have implemented large scale transformation programs, and rest are slowly adapting their strategy and curricula as needed. The leaders of L&D functions need to revolutionize their approach by creating a learning strategy that aligns with business strategy and by identifying and enabling the capabilities needed to achieve success. This approach will result in robust curricula that employ every relevant and available learning method and technology. The most effective companies will invest in innovative L&D programs, remain flexible and agile, and build the Human talent needed to master the digital age.
๐๐๐ฉ๐ฉ๐ข๐ง๐ ๐ญ๐ก๐ ๐๐๐๐๐๐ฆ๐ข๐๐ฌ
Enabling agile learning Organisations: Structuring Options for L&D
L&D Governance: The key to earning a seat at the table
Optimizing the Partnership with IT
Learning-needs Analysis: Cracking the Code
Seven Essential elements of a lifelong long-learning mind set
Shaping individual development along the S-curve
Maximizing learning impact: The role of authentic confidence
Curation: moving beyond content management
How to improve employee engagement with digital learning
Changing mind-sets and behaviours: our role in personal and organisational change
Harnessing analytics to shape the learning-and-development agenda
Proven strategies to integrate immersive learning into your organisation
Maintaining the impact of feedback for learning and behaviour change
Research indicates that 23 percent of L&D functions are completely centralized, 64 Percent are Hybrid and 27 percent are decentralized while 4 percent of respondents didnโt know their L&D structure. However, hybrid models can create communication and coordination challenges by blurring lines and causing confusion about who is in charge of what.
Regardless of reporting structure, an engaged, influential L&D governing body and an executive learning council are crucial to ensure alignment between L&D and the Organisation.
๐๐ข๐ง๐๐ฌ๐๐ญ Open-minded, willing to try new ideas, Can-Do Attitude, clarity
On Your Organisationโs goals in L&D, space to be Creative.
๐๐ค๐ข๐ฅ๐ฅ๐ฌ๐๐ญ Self-Awareness, learning management strategy, Business Acumen,
Interpersonal skills.
๐๐๐ญ๐๐ฌ๐๐ญ Organisational Goals/KPIs, learnerโs data, Benchmark data,
L&D Data.
๐๐จ๐จ๐ฅ๐ฌ๐๐ญ Company strategy, Benchmark report, continued professional
Development process, resources
When it comes to L&D demonstrating value, we need to get a lot more explicit. We need to make it easy for all our stakeholders to see what we bring to the table and how that will benefit them. Begin with evaluation; establishing where our function is currently. Start with your run team, or, if you are a sole L&D practioners, with yourself. Do a skillset audit, perhaps run a 360 degree reviews so that you get a more holistic, rounded view of where you are at and identify any gaps. You have to get data, because it will show you and others what the situation is.
There are some really good benchmarking tools available which enable us to run health checks against the wider organisation, such as the Emerald works health check (Towards Maturity Benchmark). You can also take part in surveys such as the CIPD annual learning and skills survey to get some generic results about where the L&D industry is and, again, you can benchmark yourself against that data. There may also be industry-specific benchmarks to get involved with, which can help you understand your own industry view of people development. One L&D survey is the Global Sentiment Survey run by Donald H Taylor.
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